Why don’t more energy and resources companies have trading arms? And beyond that, why haven’t industries like semiconductors, pharmaceuticals, or real estate embraced trading as a source of growth and profit? What stops CEOs from setting up trading platforms, and which sectors could gain the most from a trading mindset?
Speaking to our host, Paul Chapman, is Antti Belt, Partner at BCG and Research Fellow at the BCG Henderson Institute, about his paper “The Hidden $3 Trillion Profit Opportunity for CEOs.” They explore how trading strategies in energy and commodities have transformed value creation, and how business leaders can think more like traders to uncover hidden opportunities, improve risk management, and boost competitive advantage.
Read below for our key talent impacts from this episode.
Key Talent Impacts
Is there an acute shortage of trading and risk management talent?
A clear talent deficit exists across the energy and commodities trading landscape. Many industrial and energy companies recognise the value uplift that trading and commercial optimisation can bring, often 2–3 percentage points of EBITDA, but lack the qualified people to execute it. Experienced traders, risk managers, and supporting professionals in finance, legal, compliance, and technology are in limited supply. This scarcity constrains firms’ ability to establish or scale trading capabilities, particularly among industrial players new to the discipline.
Are incentive and remuneration structures misaligned for trading talent?
Boards remain hesitant to approve or fund trading platforms partly because of discomfort with compensation structures that differ sharply from the rest of the organisation. Trading teams command higher pay due to the expertise and risk-adjusted returns they generate. Trading accountants, for example, may earn 30 to 40 per cent more than counterparts in non-trading roles. Firms that fail to design performance-linked and differentiated reward frameworks struggle both to attract and to retain top talent. The challenge is cultural as much as financial, as integrating highly paid, performance-driven traders into more traditional corporate hierarchies requires thoughtful design and leadership.
Is competition increasing for technology talent in trading?
As trading becomes increasingly data- and systems-driven, the demand for technologically skilled professionals such as data scientists, quant developers, CTRM specialists, and digital architects has surged. These individuals are now as strategically important as front-office traders. Commodity firms with modern, automated, and data-rich platforms are pulling ahead of those without them. The competition for Chief Information Officers and digital transformation leaders has intensified, with some now commanding packages comparable to heads of trading. This technological race is widening the performance gap between advanced and legacy trading organisations.
Do firms need to build more sustainable talent pipelines?
The sector faces a long-term sustainability challenge. Few organisations run structured graduate or early-career programmes focused on trading, meaning the pipeline of next-generation talent is dangerously thin. Firms such as HC Group’s Talent Intelligence arm are increasingly helping clients to design such programmes. The challenge is not only training but attraction. Younger professionals are often unaware of or sceptical about careers in energy and commodities, perceiving them as misaligned with environmental or technological values. Addressing this perception gap is critical if the sector is to secure its future leadership base.
Is trading expertise becoming transferable across sectors?
Energy and commodities remain the principal incubators of trading intelligence, the analytical, risk-aware, and optimisation-driven thinking that other industries such as chemicals, real estate, semiconductors, and cloud computing will increasingly need as they adopt trading models. As these sectors begin to build commercial optimisation and risk-management functions, they will inevitably draw on talent developed within energy and commodities. This will intensify competition for experienced professionals who combine market insight, systems fluency, and cross-functional leadership, making the commodities sector both a talent exporter and a battleground for capability retention.
HC Group is a global search firm dedicated to the energy and commodities markets.
Explore the full HC Commodities Podcast archive
HC Commodities Podcast Briefing
Edited highlights and themes from the podcast episode.
What are the biggest talent challenges in energy and commodities trading?
The energy and commodities trading sector faces an acute shortage of skilled professionals. Many companies recognise that strong trading and risk-management teams can deliver 2–3 percentage points of additional EBITDA, yet struggle to hire or retain qualified traders, risk analysts, and operations specialists. This shortage is slowing growth and innovation across the industry.
Why are incentive and pay structures a barrier?
Compensation remains one of the toughest cultural hurdles. Boards are often uncomfortable with the higher pay and bonus structures that trading demands. Traders, risk managers, and even accountants working within trading teams typically earn 30 to 40 per cent more than their peers in other business areas. Without competitive and flexible reward frameworks, companies risk losing key talent to more agile competitors.
Is technology reshaping the trading talent landscape?
Absolutely. As energy and commodities trading becomes more data-driven, demand has surged for digital talent such as data scientists, quant developers, and CTRM specialists. Firms investing in automation, analytics, and AI trading systems are outperforming those that lag behind. Chief Information Officers and digital transformation leaders now play a critical role in trading success, often earning compensation similar to heads of trading.
How can companies build a sustainable trading workforce?
To secure future talent, firms must create structured graduate programmes and reposition energy trading careers as technology-enabled, sustainable, and innovative. Promoting the sector’s role in global energy transition can attract the next generation of traders, analysts, and technologists. Building this long-term talent pipeline is essential to maintain competitiveness in an evolving commodities market.